Convergence, Divergence or Middle of the Path: Hrm Model

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Convergence, Divergence or Middle of the Path: HRM Model for Oman Sami A. Khan Sultan Qaboos University, Oman The role of human resource management function is at the crossroad, and on the one hand it is facing the crisis whereas there also exists an unprecedented opportunity to redefine and refocus the HRM function to leverage its credibility in organization. In Oman, HRM is in its infancy and there is a need to strengthen its discourse and learning. The present paper attempts to understand the dynamics of HRM in Oman and evaluates various HRM models which have evolved over a period of time. It is difficult to prescribe a HRM model without analyzing the regional and socio-contextual factors inherent in Oman and neither convergence nor…show more content…
There have been numerous model of HRM which has evolved in last 25 years or so and they have contributed significantly to the discipline of HRM. In the following paragraphs, some of them are analyzed and a comment has been made on their applicability for this part of world. Starting from Michigan model (Fombrun, Tichy and Devanna, 1984) to Harvard model (Beer et al., 1985) to contextual model (Hendry and Pettigrew, 1992; Hendry et al., 1988) to Schuler’s 5-P model (Schuler, 1992) of strategic HRM where he emphasizes on philosophies, policies, programmes, practices and processes, the HRM literature has evolved to a great extent. The Michigan model looks at human resource as a resource and advocates for its efficient utilization to meet organizational objectives and this model is based heavily on Chandler’s (1962) argument that an organization’s structure is an outcome of its strategy (Budhwar and Debrah, 2001) and structure is designed to serve the strategy. This model ignores the humanistic feeling or anchor point while dealing with human resource and they are seen just as a cog in the machine, that is the reason, it is referred as a hard approach to HRM. The organizational effectiveness in this model depends on achieving tight fit between HR and business strategies and it is pursued by adopting four key HRM systems such as selection, appraisal, compensation and development system of the firms. There have been many criticism of this hard

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